The kick-off meeting is the first review of the product plan. At the meeting, we have synchronized several key milestones, but we need to further refine the time point of each milestone, and the product manager needs to be responsible for the overall planning email list and control of the details. A thousand miles can be won.
There are two methods for product planning. One is to fix the release cycle, and then push back the time node of the completed function from the release time of the version.
For product managers, if they are responsible for the entire version, then it is necessary to confirm the release time of the version. If you are responsible for a certain function on the version, then you need to ensure that this function can catch up with the version release, commonly known as "getting on the bus". "Forewarned is forearmed, without prejudging the waste".
There is no doubt that planning is the soul of the entire project management. Good planning can make the project more effective with less effort. Setting a Deadline for each work item is the core of planning.
As far as my own project experience is concerned, it is impossible to completely follow the plan, but the plan can quantify the work and control the risk. According to Bliss's theorem: The more time you spend planning ahead for a job, the less total time it takes to do the job. Think clearly in advance, do not toss in the process.
Of course, the premise of planning here is that the technical feasibility has been confirmed with the technical director/architect. After evaluating the approximate workload, it is now necessary to further precise the workload.
At the start of the project, the meeting actually has another implicit purpose: to involve every planner in the planning, thereby improving the accuracy rate.
So how do you plan?
Planning is easy to say. The core is dismantling. The workload of splitting is the work breakdown structure (WBS) in project management. The work breakdown structure (WBS) is to decompose the project deliverables and project work into smaller ones. The process of measurable work details. As the saying goes, the devil hides in the details, and the degree of grasping the details also reflects the project management level of a product manager.
There will be different roles in the whole team. The simplest work decomposition is to divide the work according to the role, including design, front-end and back-end, client, testing, etc., and then each role will refine the work to the work details according to the product requirements document, and finally Form a product plan.